Development of a Knowledge Centered Service using existing Systems and Knowledge Base
Manassakis, Vasileios (2020)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2020051912459
https://urn.fi/URN:NBN:fi:amk-2020051912459
Tiivistelmä
In most organizations, Service Desks are flooded with requests that require time and mostly must be resolved as soon as possible. These requests create further problems such as waste of time and resources spent resolving repetitive incidents or fulfilling similar requests. Accessing existing knowledge helps to reduce drastically the time spent solving problems and therefore to save money and resources. So, Knowledge Management (KM) is definitely a solution to these problems and a proper way to mitigate these challenges of service teams. Additionally, as organizations try to innovate, adapt and respond to constantly changing business conditions, there is a critical need for people within organizations to share and acquire ideas and information with each other.
Thus, the main objective of this study is to propose a roadmap for the case organisation to develop an appropriate Knowledge Management System (KMS), using the existing organisation’s infrastructure, in order to capture new knowledge and to integrate the existing one into the daily workflows through documented and well defined processes. In addition, it aims to set up a standardized way to update the existing knowledge base by collecting the knowledge that is scattered across the organisation within non-integrated tools. The pro-posed plan is to start with a small pilot on a specific knowledge domain and by creating some success, to create interest for other employees to get involved automatically. Pilot will also help in testing the validity of the study and fine-tune the proposed service and it will enable the organisation to manage the risk and identify any deficiencies before substantial resources are committed.
Knowledge Centered Service (KCS) does not follow the traditional Knowledge Management but it is a just-in-time approach, which means that knowledge is created at the moment of interactions and is treated as an add-on to the problem solving processes. With KCS, knowledge is not something you do in addition to solving problems, but rather knowledge becomes the way you solve problems. Integrating the use of a Knowledge Base (KB) into the workflow and the day-to-day operations enables the organisation to benefit from improvements in policies, services and processes. KCS is a continuous process of learning and improvement where the collective experience of the entire organization contributes to a dynamic, collaborative framework. The success of KCS study depends on the organization culture, which illustrates the level of knowledge appreciation within the organization. The knowledge use and sharing must become a daily habit for employees, not something that they occasionally do. In order for the initiative to be fully successful, a knowledge sharing culture across all the organizational units must be developed.
Thus, the main objective of this study is to propose a roadmap for the case organisation to develop an appropriate Knowledge Management System (KMS), using the existing organisation’s infrastructure, in order to capture new knowledge and to integrate the existing one into the daily workflows through documented and well defined processes. In addition, it aims to set up a standardized way to update the existing knowledge base by collecting the knowledge that is scattered across the organisation within non-integrated tools. The pro-posed plan is to start with a small pilot on a specific knowledge domain and by creating some success, to create interest for other employees to get involved automatically. Pilot will also help in testing the validity of the study and fine-tune the proposed service and it will enable the organisation to manage the risk and identify any deficiencies before substantial resources are committed.
Knowledge Centered Service (KCS) does not follow the traditional Knowledge Management but it is a just-in-time approach, which means that knowledge is created at the moment of interactions and is treated as an add-on to the problem solving processes. With KCS, knowledge is not something you do in addition to solving problems, but rather knowledge becomes the way you solve problems. Integrating the use of a Knowledge Base (KB) into the workflow and the day-to-day operations enables the organisation to benefit from improvements in policies, services and processes. KCS is a continuous process of learning and improvement where the collective experience of the entire organization contributes to a dynamic, collaborative framework. The success of KCS study depends on the organization culture, which illustrates the level of knowledge appreciation within the organization. The knowledge use and sharing must become a daily habit for employees, not something that they occasionally do. In order for the initiative to be fully successful, a knowledge sharing culture across all the organizational units must be developed.